To:

• LRH Comm

From: RON

Subject: STAFF TRAINING PGM NO. 2=====

Reference: LRH ED 27 INT 20 Sept. 1969 LRH Comm Staff Pgm No. 1

The LRH ED 27 INT “LRH Comm Staff Pgm No. 1” is discontinued.

If personnel are not programed, you get chaos.

By and large this was a very successful program. In all those orgs where it was applied — especially those where No. 1 Pgms were checked out on all staff and followed — a considerable gain was achieved. We made LOTS of HDCs. HDGs and OECs.

The subject of personnel carries with it always the subjects of training and experience and suitability.

I wish to thank all those who participated in it.

Dept 13 has been created to permit personnel to be “enhanced” or improved.

This is done by programing.

Anyone on the HDC, HDG or OEC currently should complete his existing course. This ED does not “pull people off courses they are on.”

HCO should make known what it will need in the org in the next year. How many of what kind it now has.

THIS ED RESTORES THE TIME-HONORED STAFF STATUS ADMIN STUDIES — STAFF STATUS 0, STAFF STATUS I, STAFF STATUS II, STAFF STATUS III — FOR USE ON OLD OR NEW STAFF.

Dept 13 must work out what programing is now needed. It posts a board, puts the names on it and sees that part-time study will occur and be followed for the next post. It sees that this will be made.

HCO by looking back over some period of expansion will be able to forecast what will be needed more easily. Anyone in the org is usually aware of the undermanned points that exist and the unfilled posts as they get hit with them continually. So if HCO doesn’t know what these points are by record, it is easy to do a survey.

To improve admin and stats of orgs.

With an inefficient HCO which has not recruited and programed, the org is already starting well behind the gate and is already howlingly undermanned and undertrained. Yet to solve all this by instantaneous transfers will unmock the lot.

The RIGHT way to do it is to

To revive Staff Status 0, I, II, III on administratively untrained or new staff in your org.

1. Count up what you have.

2. Figure out where they will be promoted to.

1. LRH Comm or HCO ES to accept this program and get it in.

3. Program them on part-time training and

2. Qual Sec or OES to activate Dept 13 Div V, HCO PL 8 August 1970, “Reorg of the Correction Div” so that staff can get training and processing.

4. Recruit.

3. HCO Area Sec to bring up-to-date or begin staff personnel records, Dept 1, and open them to new Dept 13 information.

5. When recruits are on, get them genned in fast on the lower posts so they can operate.

4. Staff Training Officer to take post in Dept 13 as per HCO PL 8 Aug. 1970 “Reorganization of the Correction Division” as a double or single-hatted function depending on staff size.

6. Shift the programed people to the posts for which they have been programed.

5. Dissem Div to dig up and make available to HCO Dept 1 and Dept 13 adequate copies of HCO PL 4 January 1966, Issue V, “Personnel Staff Status” and to redistribute copies of it to all staff members.

7. Begin to train up the recruits with part-time programing.

6. HCO to hand out HCO PL 4 Jan. 1966 to all new applicants.

8. Recruit.

7. Dissem Div to exhume all old study packs of Staff Status I, II, and III and hand them over to Dept 13. If no packs available, Dissem Div is to make them up from checksheets.

This does not mean you shift every post in the org. It does mean your more experienced people are the ones that go up.

• Staff Status 0 — HCO PL 4 Jan. 1966 Issue V Staff Status I — SEC ED 196 INT (1966)

Various rules go with this:

TRY TO KEEP TECH TRAINED PEOPLE IN TECH.

TRY TO TRAIN ADMIN PEOPLE FULLY FOR ADMIN.

8. Division III Disb is to work out any pay scales and adjustments or bonuses to suit staff status, OEC completion and tech class, get them okayed by EC and distributed.

There are ways to waste enough training time to crash your org. Train a person to Class VI, put him in Public Divs. Train up a PES and transfer him to tech training. All sorts of goofs can be made in programing, all of them costly to the org, all of them defeating the objects of Personnel Dept 1 and Enhancement Dept 13. One obvious way is to train somebody up with no contract or note. But the main one is not to program at all and just rattle around as a total effect.

Part of the action by Dept 1 is to beat down all the reasons why we can’t hire anyone. I recently reviewed an area where personnel problems were desperate. Five to ten people a week were applying. Only one to two were “suitable,” whatever that meant. That ratio is wrong. Eighty percent unsuitable? Ten percent maybe, not 80%.

1. Dept 13 is to draw up a staff list and establish status of each staff member.

The area Dept 13 has to beat down is arranging work so no part-time study can occur. Only about 20% of a staff won’t study. Nearly 90% will handle their post if it’s overloaded rather than study, which is okay. But putting somebody on Day and Foundation and putting one man on a ten thousand name address section to keep it up and in use are the usual reasons for no study time.

2. OEC grads are credited with all three staff status classifications unless Dept 13 on examination decides in individual cases to require checkouts before awarding.

This comes together between Dept 1 and Dept 13 AND IS AN INDICATOR THAT DEPT 1 IS GOOFING ITS RECRUITING ACTIONS.

3. Dept 13 is to program each executive and staff member.

Dept 3, Inspections, or the Executive Secretaries or Secretaries can also foul up both Dept 1 and Dept 13. By not inspecting and not running on and by stats, these salt the org down with idling people. So you see Dept 22, let us say, with six people and no production while the Treasury Sec has to work every night to handle an undermanned Dept 8.

• a. Administratively posted personnel, executives and staff, attain and use the knowledge and know-how contained in staff status materials and eventually OEC.

The answer is stats, honest stats for everyone.

You can get a situation where you have enough people in the whole org to run an org but a third are overloaded and the rest dev-ting around. That’s where there is no stat watching and no daily area inspections or executive interest.

I know of one org that has forty-four on staff doing the work and potential service load of about seventy-five. Naturally they can’t take time off to study so they can’t be programed. Yet the stat situation is not watched or used nor is the place inspected so the production is about a twenty-person org and no funds exist to pay forty-four much less seventy-five. The clue is that it’s all manned except for Tech! The customers are there in droves. They can’t get service. So no pay.

4. Dept 13 to coax and two-way comm staff up through their program.

It is silly situations like this that occur when personnel are not programed. Two years ago the above org did not train anyone, worked as a clinic and would not even audit staff. All its auditor contracts expired. HCO and the OES sat there in a fog and let it happen. There was no Dept 13 to program anyone.

5. HCO Dept 1 to make the staff status of each staff member and any tech class visible on the main org org board after his name.

So here is a new angle to the recruitment problem. HCO is faced with the vital necessity of recruiting trained auditors NOW. Yet at this writing hasn’t even sent around a bulk mailing to ask field auditors to drop in.

6. Dept 13 to keep HCO informed of staff status, case completions and technical advances of each staff member.

7. HCO Dept 1 to keep org board statuses in PT.

So this is where Dept 14 gets into the act. It is a problem in org correction. If even Qual is empty, it’s all an OES function. The correct solution is to force recruitment of trained auditors, force recruitment of ordinary applicants, and program it in Dept 13 to train up new auditors as well.

8. HCO Dept 1 to keep staff personnel files in PT.

9. Certs and Awards Dept 15 to issue certs based on staff study achievements.

You should realize that no matter how rough the problem looks, it involves recruitment and programing. Instant transfers can utterly wreck an org. Yet, inevitably, transfer! is all you hear when a solution is required to org production failures.

10. HCO Dept 1 to RECRUIT (see HCO PLs Personnel Series 1970).

I think this comes in from the world of “psychology.” Maybe labor unions. If a man isn’t doing well on a post you transfer him. It assumes that each person has “aptitude.” It never changes so you fit the post to the person by finding a new post. That’s really nonsense. You can actually more profitably fit the person to the post.

11. HCO Dept 1 to follow Staff Status HCO PL 4 Jan. 1966, Issue V, in hiring and in staff status and to ADVISE DEPT 13 CONTINUALLY ON NEW PERSONS.

Only when programing has failed (or doesn’t exist) does one resort to transfers to solve personnel problems. Of course experienced, able people get promoted. But unless they are programed and trained, watch out! He was a fine CF Clerk and a lousy Dissem Sec. Why? It isn’t his personality. It’s that nobody trained him to be a Dissem Sec. He wasn’t programed.

12. Dept 13 to follow through to program new personnel for staff status.

It’s cruel to promote a person and let the guy fall on his head.

13. Div III Disb to follow through with pay changes or bonuses based on status achieved.

Transferring because somebody doesn’t do well is discipline, it is not “adapting people to jobs they can handle.”

14. WARNING — When this program re temporary staff (HCO PL 4 Jan. 1966, Issue V) was first put in, the temporary status was let drag on; undesirable new hirings that could not achieve staff status were left on post and not routed off staff. Also they were often left in temporary status by neglect. The ETHICS OFFICER and HCO ES must see that

There is quite an awful jolt in losing one’s post. Never think there isn’t.

• a. Newly hired people are not left to accumulate as temporary

Promote-demote occurs when the person is not programed. Therefore the new Dept 13.

Therefore this Personnel Series.

15. Dept 13 is to program any person sent off staff to improve his employability for the future.

16. THE CHAPLAIN or Pub Div personnel are to inform and handle any person routed off staff using the data from Dept 13.

THE LINE IS HCO DEPT 1 WRITES DISMISSAL OF TEMPORARY OR OTHERS, PASSES IT TO DEPT 13 FOR PROGRAM, PASSES IT TO CHAPLAIN OR PUB DIV FOR INFORMING THE PERSON.

17. THE CHAPLAIN (or PUB DIV PERSON) is to see that HCO PL 4 Jan. 1966, Issue V, is not violated in dismissals as violations upset both staff and field.

18. The ETHICS OFFICER handles all BLOWS, gets them back or dismisses according to his own and Dept 13 data and HCO PL 4 Jan. 1966, Issue V.

19. EXECUTIVES CONSISTENTLY NOT ON POST are turned in to the nearest Guardian’s Office by the ETHICS OFFICER or, failing that, the LRH Comm.

20. HCO Dept 3, Inspections and Reports, which handles stats, advises HCO ES, OES, HCO Dept 1 and Dept 13 of all EXTREME CONDITIONS of personnel, meaning very high upsurges and low falls, so that personnel and staff training actions can occur.

21. Dept 13 dates all beginnings and ends of all checksheets and keeps track of Staff Status overdue completions and advises HCO ES and Personnel of all overdue completions.

22. Dept 13 posts or releases to the org all completions of all staff completions as to Staff Status and other studies and case completions.

23. When this program is fully and honestly in, the LRH Comm (or HCO ES) will advise Flag via LRH Comm WW.

THE ULTIMATE RESPONSIBILITY FOR ACHIEVING STAFF TRAINING PGM NO. 2 LIES WITH THE LRH COMM OF THE ORG OR THE HCO ES WHERE THERE IS NO LRH COMM.

• Program Code: STPGM No. 2

[Note: This issue is part of the Personnel Series as stated in Personnel Series 4, paragraph 7, page 289.]